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News and insight about working in and with today's contingent workforce.
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Workforce news and insight from Sean Rehder, a former Recruiter, 1099 Independent Contractor Compliance Manager, and Supplier Qualification Program Manager turned web developer.
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Saturday, January 31, 2004
Wednesday, January 28, 2004
 Monster's Fee-Based Networking
From AirnsNews.com
Monster will launch a fee-based networking site next month.
Analysts contend that, although Monster's stock more than doubled in value last year, the company lost ground in the jobs posting race with Career Builder. In December, CareerBuilder garnered 44 percent of the market, while Monster fell to 36.7 percent, even though Monster has more job seekers visiting. Rivals CareerBuilder and Yahoo! HotJobs spokespeople don't think much of the new venture. They don't think it will produce revenue, because job seekers will not want to network or take advice from people they don't know. And once a job is found, they are not interested in networking at all.
For the full article, click here.
posted by Sean Rehder at 8:23 AM, (Permalink)
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Monday, January 26, 2004
 So You Want Someone To Actually Read Your Resume?
Copyright 2004 Simon Meth
You create a perfectly crafted resume. Your cover letter is a literary masterpiece. You respond with both to numerous opportunities and can hardly wait for the influx of phone calls and emails from company recruiters just eager to talk with you about working for their companies. You wait. You wait. You wait some more. Nothing…
Perhaps, just perhaps, you don’t really know what makes a resume and cover letter attractive to a corporate recruiter. Perhaps you don’t know what will increase the chances of your resume being read. If you’ve been doing the same thing in your job search for some time without success and you plan to keep on doing the same thing…then perhaps there is something of value here for you. Read on to learn my Top 10 ways to increase your job search success when submitting resumes to corporate websites.
- A human being never looks at most resumes that are submitted to corporate websites. That’s not wrong. It’s just the way it is. Use this to your advantage. The reason most resumes never are looked at by a human being is that most resumes don’t meet or exceed the requirements for the position. Corporate recruiters are professionals who are paid to source candidates who meet or exceed the requirements for the position. Most recruiters run Boolean searches on corporate resume databases. If you don’t meet the requirements then, chances are your resume will be ignored. Simple approach here is to read the requirements and make sure your resume covers the majority of them.
- If your cover letter has ever stated something like, “I don’t meet the requirements for the position but I’m a really fast learner” then perhaps you could look for another line of work. Recruiters are experts at time management. If you’re telling them you don’t meet the requirements then they’ll stop reading right away and move on to the next resume.
- If you voted for Harry Truman and you think you can hide that you are old enough to have done that then think again. Be honest!
- If you don’t have a degree and you think you can list something nebulous under the university name where you partied hard for a semester and someone might think you have a degree then think again. Be honest!
- If you’ve had 16 jobs in the last 10 years and you think leaving employment dates off your resume may hide this fact then think again. Be honest!
- If your objective says something like, “I want to work for a company that values it’s employees, is committed to altruistic acts, and a great benefits package” then GET A CLUE! The objective ISN’T about you it IS about what you can provide for the company. Get the difference?
- If your resume contains things you did 20 years ago that you’re so proud of and you think will positively influence a corporate recruiter then read and understand the following sentence. Anything more than about 5 years ago is ancient history on a resume. Focus on the past 5 years. Keep the rest brief, very brief.
- Many recruiters never read cover letters. Some recruiters reject candidates who don’t write a cover letter. What is an applicant to do? Write a short, well written, cover letter that is clearly written in response to the position being applied for. A couple of short paragraphs are all you need. Those who like cover letters will read and understand why you applied. Those who don’t read them will ignore them anyway.
- Do research. You may have been the Chief Vice-President of Bottle Washing for World Wide Bottle Washing but if you’re applying for a position as a Temporary Glass Enclosure Technician the recruiter may not make the connection. What terms are currently in vogue? Don’t know. THEN FIND OUT and make sure they are on your resume. People exiting the military are experts at this. They know and understand that people outside of the military don’t have a clue about the jargon used in the military. They translate their resumes to be understandable to the corporate recruiter. Smart.
- If you send the same resume and cover letter to every opportunity then you really need to think about that. Yes, it’s hard work targeting each and every response. The alternative is that you’ll spend your days emailing resumes with little or no response.
Take to heart these 10 points and think about them before you hit the send button each time you apply for a position. Please let me know what differences you experience as a result. Thanks for reading.
posted by Sean Rehder at 9:42 AM, (Permalink)
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Thursday, January 22, 2004
 | Introducing the Site's Latest Expert: Alice Snell - Vice President of iLogos, a division of Recruitsoft | As a leading industry analyst, Ms. Snell has authored numerous articles and reports on recruiting technology issues including best practice staffing management methodologies and jobseeker behavior online. Ms. Snell has been frequently called upon to provide expert commentary and analysis regarding staffing management technology issues and is quoted in leading media including The Boston Globe, Chief Executive, The New York Times, PC Week, IT Recruiter, Chicago Tribune, and CNBC.com.
Here is an introduction to one of Alice's articles.
Today, new technology and process improvements can sharply truncate the length of time it takes for employers to hire employees. Through their online hiring systems, leading employers are compiling databases organized by candidates' skills. This allows for automated matching of talent supply and demand. Once an employer identifies the skills and competencies it needs, it can tap ready pools of talent. Hiring in some cases can even proceed without posting the position, saving time and costs.
For the full article, click here. |
posted by Sean Rehder at 10:02 PM, (Permalink)
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 Online Webinar: Human Capital Alignment and How It Works
Tuesday, February 10, 2004 -- 2:00pm - 3:00pm EST
Workforce Management invites you to join Jac Fitz-enz, founder of the Saratoga Institute and the acknowledged father of human capital benchmarking to the latest session in this exclusive webinar series.
Jac Fitz-enz tells you how companies can align workforce management strategy with the business goals of the organization. It's a concept that sounds logical and deceptively simple, right? Think again!
Get the full details and register now
posted by Sean Rehder at 9:45 AM, (Permalink)
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Wednesday, January 21, 2004
Seven Myths About Recruiting Technology
By Samuel Greengard
"Applicant-tracking systems can cost several million dollars. With that investment, time to hire may plunge by two-thirds and cost per hire by 40 percent or more. In many cases, however, the technology proves to be a disappointment. Find out why software isn’t always a panacea for recruiting and retention problems. "
Here are some of the top myths...- You can handle all recruiting online.
- The software will find the best candidates.
- The computer will help an organization work faster and better.
- Today’s applicant-tracking software doesn’t require training.
- A good applicant-tracking system makes interviewing and background checks less significant.
- All systems are created equal.
- A good recruiting and applicant-tracking system will force a company to put effective business processes in place.
For the full article, click here.
posted by Sean Rehder at 10:55 AM, (Permalink)
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The Glaring Failures of Corporate Career Sites
By Carol Vinzant
"Unqualified candidates keep sending in résumés for jobs they’ll never get. This isn’t all their fault: companies’ career pages are riddled with broken links, unclear information, poor navigation, uninspiring pitches and, in some cases, dishonesty. "
posted by Sean Rehder at 10:12 AM, (Permalink)
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 What's the Value of a Human Resources Certification?
Question
What are human resources certifications, and what benefits do they provide if you receive them?
--Not Just Asking, Consultant, Broomfield, Colorado
Answer
For the most part, human resources certifications are not in the same league as other professional accreditations, such as in law or accounting. There are a lot of things you can do to prepare for a high-level, strategic role, but getting this certification isn't necessarily one of them. There are many skills you need to serve your customers, but again, a certification isn't necessarily one of them.
Other skills and accomplishments are more important, such as: - Communicating effectively
- Treating people with integrity
- Getting the most out of people, inspiring people and earning others' trust
- Understanding business in general, and your organization and industry specifically
- Knowing why companies like the Container Store and SAS are successful
- Having an understanding of topics such as workforce technology, employment branding, retention and workforce planning
Also, you'll want to know as much as you can about workforce-management metrics, including which workforce-management practices have been proved to greatly increase shareholder value (such as providing training and creating an atmosphere in which employees trust management) and which practices have been shown to have a weaker link to shareholder value (such as cost-cutting).
An HR certification is like a stamp of approval. It is accreditation, awarded by professional associations, that tells prospective employers you possess a demonstrated body of knowledge. However, an informal survey of consultants suggests that certifications are viewed as "nice to have," but not a required credential for human resources professionals. In fact, only about 5 percent of the human resources jobs posted online with Monster list certification as a preferred credential.
Despite the fact that most human resources directors don't require certification, it offers specific benefits in certain circumstances. If you work in a very focused area or specialty, such as benefits, the certification could serve as a hallmark of your specialization. Also, consultants who have moved to the United States from other countries often find it to be a great mechanism for quickly understanding country-specific nuances. U.S.-based human resources managers, especially those with increasing global responsibilities, will be similarly interested in international certification. For this reason, it's not surprising that the Society for Human Resource Management is developing a certification program for global professionals.
SOURCES: Workforce-management metrics and skills: Todd Raphael. Certification/ accreditation: Jeanne T. Lambkin, associate principal, Mellon, Boston, July 15, 2003.
posted by Sean Rehder at 10:05 AM, (Permalink)
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Tuesday, January 20, 2004
 News Articles
from Workforce Reporters
BUSINESSES with surplus of low-wage jobs praise president's call ...
San Diego Daily Transcript, CA
By ADAM GELLER, The Associated Press. MIAMI (AP) - The tourists who fill the indoor wave pool at the Cape Codder Resort & Spa each ...
IMMIGRATION reform has backers
Indianapolis Star, IN
And they are mostly small-businesspeople who must look abroad to fill low-end jobs. By Adam Geller. Tourists who will fill the indoor ...
STUDENTS: Want a Job Next Summer?
Fortune (subscription)
Here are seven things to start doing now to make sure you start collecting a paycheck when school lets out. By Anne Fisher. Friends ...
ENTREPRENEURS join service sector
Raleigh News, NC
By KARIN RIVES, Staff Writer. Mindy Miller dreamed for years of starting her own business, but it was a humiliating layoff that gave ...
HISPANIC businesses growing in two cultures
Raleigh News, NC
By KARIN RIVES. A.-- Absolutely, but it's very tough to know how many businesses we have. ... Roughly we can talk about 10,000 to ...
SOMETHING to shout about
Corvallis Gazette Times, OR
By MICHAEL LIEDTKE. The dot-com bellwether has recovered $21 billion in shareholder wealth by astutely anticipating the habits of ...
BANK of America critics air complaints at Fed hearing in SF
San Diego Union Tribune, CA
By Michael Liedtke. SAN FRANCISCO – Bank of America Corp. has returned to the city where it started 100 years ago, only to get ...
PAIN management is growing field
Seattle Times, WA
By Victor Godinez. The pain-management field is experiencing its own growing pains, but experts say that is creating career opportunities ...
EXPERTS debate future for tech jobs
Press-Enterprise (subscription), CA
By VICTOR GODINEZ / The Dallas Morning News. Many educators, employers and labor experts insist that technology is so pervasive and ...
posted by Sean Rehder at 6:47 PM, (Permalink)
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Friday, January 16, 2004
How Do I Develop Career Paths?
Question
I work for a civil engineering firm, and I'm trying to develop career paths for the different positions in my company as part of our retention practice. How do I start? What information should I include?
--Confused human resources manager, Chandler, Arizona
Answer
Having a well-thought-out and detailed retention strategy is vitally important to the success of both your organization and its employees. Retaining your best people has a quantifiable, bottom-line result. Since you already have a retention practice, you should be somewhat ahead of the game. But the specific initiatives youll need in order to be an efficient organization can be complicated. Here are some important steps to help you design an effective retention plan, both during times of workforce change and also when the organization is stable:
- Any useful plan needs focus and definition. Be sure to precisely identify the career-path process for both the organization and individuals. Do not be shy: if necessary, gather any information from others that will be helpful in defining the process.
- Be sure to take into account the strengths and weaknesses of your current retention system. Don't reinvent all the processes if your employees find certain aspects of the current system to be effective. Learn from your mistakes and successes to help build a more effective retention practice over the long run.
- Once you have formulated your new retention plan, gather feedback about the proposed framework from key stakeholders within your organization. Be flexible and willing to amend the framework as needed.
- Before implementing your new plan, explicitly define the roles played by the different parts of your organization. Stress how important it is for individuals to ultimately be responsible for their own professional development, while letting managers know they play a key role in mentoring/coaching.
- Include a self-assessment component in your plan. This allows individuals to truly understand where they will be most effective and fulfilled in the organization.
- Provide infrastructure for education. Train both individuals and managers about their responsibilities, the resources available and the ultimate intended results.
- Benchmark your results. Constantly monitor the effectiveness of your new retention plan in relation to the goals that have been set. If necessary, be willing to modify the plan in ways that will best benefit individuals and the organization.
SOURCE: Ron Elsdon, adviser for DBM's Center for Executive Options, author of Affiliation in the Workplace, San Francisco, Oct. 2, 2003.
posted by Sean Rehder at 8:35 AM, (Permalink)
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News Articles
from Workforce Reporters
GOVERNMENT plans broader drug screening
Salt Lake Tribune, UT
By Adam Geller. NEW YORK -- The federal government is planning to overhaul its employee drug testing program to include scrutiny ...
JOB market still iffy, new data show
Contra Costa Times, CA
By Adam Geller. Analysts and investors reacted with surprise to new figures showing the nation's labor market remains stagnant. But not people like Marty Jaffe. ...
LATEST figures unleash jobs fears
Oakland Tribune, CA
By Adam Geller, Associated Press. Analysts and investors reacted with surprise to new figures showing the nation's labor market remains stagnant. ...
HOW Do I Network When I Don't Even Know Anyone?
Fortune (subscription)
... want to help--right? By Anne Fisher. I was laid off, and my outplacement counselor keeps saying I have to network. I'm willing, but ...
GREENER Pastures in a New Field?
Fortune (subscription)
By Anne Fisher. New year, new career? Judging from my mailbox, the maddeningly slow rate of job creation in this recovery has many ...
WILL There Ever Be More Female CEOs?
Fortune (subscription)
... job hunt. By Anne Fisher. Q. Do you think women will ever be truly accepted at the highest level of management in big companies? I ...
EMPLOYMENT to Rise With Economic Upswing; ER Expo 2004 West ...
Market Wire (press release)
... Other presenters include Dr. John Sullivan, professor and head of human resources management program at San Francisco State University. ...
PAYING her dues pays off in end
Raleigh News, NC
By KARIN RIVES, Staff Writer. For the past year and a half, Tiffany Jones hung in as a temporary worker at Research Triangle Institute ...
BIOMEDICAL engineering jobs likely to grow fast
Corvallis Gazette Times, OR
By Victor Godinez and Melinda Surbaugh. "Mapping the human genome, building bionic body parts, nanotechnology, tissue engineering ...
posted by Sean Rehder at 8:28 AM, (Permalink)
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 | Project Management Tip
from Tom Mochal at www.Tenstep.com |
Manage Documents
The larger the project, the more rigor and structure is needed to manage documents. You can end up with a big mess trying to save and find documents if you do not create for a good document management process ahead of time. The following areas should be considered as part of an overall document management plan for larger projects.
Repository Librarian: If you establish a Document Repository, you will want someone to be responsible for managing it. This is not a difficult job if the project is small to medium size. However, if your project generates a lot of documents, this could take a lot of time perhaps even requiring a full time team member. You will also want to assign a backup for when the primary Librarian is out. The Librarian can be a role assigned to one or more of the team members. However, it can be filled by a clerical person if you need someone full-time. The responsibilities of the librarian are as follows:
- Coordinate activity around the Document Repository
- Establish, maintain, and enforce Document Repository standards and monitor them for conformance
- Identify / resolve Repository problems
- Monitor and control access and updates to the Repository
- Determine when it is necessary to archive old documents in the Repository, and perform archive and purge functions.
Keywords/Indexing: Depending on the technology of your Repository, it should be possible to search for documents. The search can usually be performed by document name (making naming standards more important) and/or by keyword. Keywords are descriptive words that are associated with the document that will allow someone to find the document if they do not know the name or where it is located. Examples of a simple document indexing scheme would include the document title, subject, author or contact person, submission date and a list of keywords. The document would then be able to be found using any of the above indexing or keyword searches.
Naming Standards: It can be hard to find documents even if you have a good organizational structure. A common document naming standard will make it easier to find information. For instance, look at simple Status Report naming conventions. One naming convention could be '20031201 Joe Smith Status Report'. In this scheme, all the status reports for a given timeframe would sort together. On the other hand 'Joe Smith 20001201 Status Report' groups the reports by person. The project manager and the Repository Librarian will ensure that everyone is using the same naming scheme. Although this exercise might seem tedious, having a common naming standard for related documents will be very valuable as your project team generates hundreds of documents over time.
Versioning: The project manager should determine whether multiple versions of documents will be saved or if just the latest version will be saved. Many documents, such as the Project Definition, should have all approved versions saved. For these documents, the naming convention will need some type of version number. For instance the original document might be named 'ABC Project Definition v 1'. The document name would be changed to ABC Project Definition v 2 if it is revised at a later time. People can then still refer back to the prior versions if necessary. On the other hand, documents such as the Issue Log have all current and prior issues saved within the document. The current Issues Log always replaces the prior Issues Log, and there is no reason to keep separate versions.
Document Status: When documents need to be approved, and especially if the approval process can be lengthy, it is important to signify the document approval status. For instance, it is important to know whether a deliverable you are reading is a final approved version or a draft. Having separate libraries for documents as they go through the approval process can do this. Typical document indicators are draft, work in-progress and final. When a document is created, it is in draft mode. When the document is being circulated for approval, it is moved to the work in-progress folder. When the document is approved, it is moved to the final folder. /td> |
posted by Sean Rehder at 8:11 AM, (Permalink)
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Thursday, January 15, 2004
 They’re Hired: Now the Real Recruiting Begins
By Joe Mullich (freelance writer in Sherman Oaks, California)
"The first 90 to 100 days of an employee’s tenure, often called “re-recruiting,” can be the difference between an employee who stays for a decade and one who’s gone before the year is out. Find out what some companies are doing to ensure a smooth first three months, moves that can result in cost reductions of 66 percent. "
For the full article, click here.
posted by Sean Rehder at 8:43 AM, (Permalink)
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How can I be sure the independent contractor will deliver my product?
by Cara M. Rickard of Emoonlighter
Here is an interesting article on working with "non" employees.
One of the biggest concerns held by employers today is that the independent contractor they hire will take their company's money and not deliver their product. It is human nature to worry that the auto mechanic changing our oil will come in to the cold, dirty waiting room to tell us that our front ball joint snapped, resulting in a charge of $900 to replace it. We fear that the plumber unclogging our toilet will tell us that he has to get the 'big' hose and charge us twice as much. Once we stray outside our level of control and familiarity, our fears and imaginations take over. We replay every news story where people recounted their stories of betrayal and become extra vigilant in an effort to avoid troubles of our own.
For the full article, click here.
posted by Sean Rehder at 7:56 AM, (Permalink)
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Wednesday, January 14, 2004
 Selecting and Implementing a Hiring Management Solution: Avoiding the Pitfalls
Allan will be delivering a web seminar about this subject on January 15, at 1:00 pm eastern.
This web seminar will address the key considerations large organizations should look for in hiring and talent management systems.
- ROI: One customer case study per panelist (handouts encouraged)
- Change Management: What is meant by “best practices”? How much change management and disruption should you prepare yourself for? What degree of Business Process Reengineering is necessary to extract high ROI, ensure usage of the solution, and to become a world-class talent management organization?
- Vendor Financial Stability: How diligent must a buyer be? How can you protect your organization against the risk of vendor bankruptcy or sale?
- Customer References: Are they worth checking? How to use them and what to look for.
- Global Capability: What does it mean? How to determine the best model (centralized/decentralized) for your global recruitment strategy.
- Functionality: What is essential versus nice to have? What constitutes ease of use? How effective are screening tools? What’s coming in the next 6-18 months?
- ASP vs. Install: What are the pros and cons of both? How to choose.
- Integration: Do you need real-time integration with HRMS? What are the levels of integration possible between installed ERP/HRMS and ASP vs. installed hiring management systems? What degree of integration is possible and necessary with 3rd party services (background checking, assessment) and other workforce acquisition tools (VMS, hourly, etc.)
- Configurability: What can be changed “on the fly” and what requires custom code changes? How much can/should an organization configure and reconfigure its solutions?
- Cost and the Business Case: What is the total cost of ownership for a “best of breed” hiring management system? What should I be prepared to spend and how do I make the business case?
- The top 5 "buyer beware" issues
posted by Sean Rehder at 8:56 AM, (Permalink)
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Tuesday, January 13, 2004
 Ten Tips for Submitting Electronic Resumes
By Frank Marquardt
More and more, companies are asking job seekers to send in their resumes and cover letters via e-mail. Here are some things you should keep in mind when you're sending yours.
1. Don't include your resume as an attachment unless you include it in the e-mail's body, too. While many recruiters like to see the hard copy—after all, it's prettier—they won't look unless they like what they see in the e-mail version. Reading an attachment is an extra click, and many folks don't have time for it.
2. Do include your resume as part of an e-mail. Most recruiters spend their days working from their computers. Resumes reside somewhere on a network folder; that's where yours should be. If you send it in as a hard copy, you may get a call back—but it may get lost.
3. Don't write a one-line cover letter. What's the point? One line that says something like "I have most of the skills for the job" doesn't say anything about who you are, why you're applying, or what prompted you to apply at that particular business. Recruiters want some context for your resume. Provide it.
4. Do include a cover letter. Anybody who sends a resume without a cover letter gets an automatic ding in my book. That doesn't go for all hiring managers, but it goes for many. Why? Because no matter how great a resume is, if you're not saying why you applied and why you might like the job, you're not providing the proper context for understanding your resume. A hiring manager wants to know that you know what his or her company does and why you'd like to work there. Give that basic information in your letter.
5. Don't write a cover letter that's too long. People are busy. They don't have time to read about everything you've done. And if you go on and on, you increase your chances of showing exactly why you're not right for the job. One paragraph is fine. Two will suffice. Tell why you're applying at that particular company, what job you're applying for, and what you've done that shows you can do the job. That's all.
6. Do write well. Hiring managers want a letter that's well written, to the point, doesn't waste their time, and shows that the candidate can communicate effectively. Good, clear writing shows you're attentive to detail and can communicate, and those are critical skills in most open positions out there.
7. Don't forget to check out the website. If you don't know what the company does, then there's a red flag about why you'd ever in this lifetime want to work here. Hiring managers think: "If you don't know what we do, then why should I bother with you?" Remember point number five, though: Show you know what the company does, but don't belabor the point. Recruiters don't have time for it.
8. Do read the job posting. If you know what the job is, you can explain why you can do it and why you want it. Hiring managers want people who want the job and they want people who can do the job. If you're unclear on the job, but it sounds interesting, say you'd like to learn more, but from what you do know, you think it's one you'd like to do.
9. Don't forget to make your e-mail address and phone number visible. If you're going to get called back, hiring managers need a number. Make it easy on them.
10. Do format your resume for the Web. Find out how to Deliver a Perfect e-Resume.
Author Bio: Frank Marquardt is a San Francisco-based writer, editor, and career expert.
posted by Sean Rehder at 10:33 AM, (Permalink)
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| Project Management Tip
from Tom Mochal at www.Tenstep.com |
The Document Life Cycle
When a team member says they can complete a document in two weeks, are they
saying that document will be ready to circulate in two weeks or that the document
will be completed and totally approved in two weeks? It is important for the
project manager to recognize the stages that a document must go through from
creation to completion. These steps should be built into the workplan. Not all
documents need to go through all the stages of document creation and approval.
However, depending on the document, one of more of the steps will be required.
Some of the review steps defined here would also be considered part of a quality
control process for the documents. - Initial Document Creation. The document is created initially.
If there are no subsequent reviews and approvals, this step results in the
creation of the final deliverable. Most of the effort associated with the
document is used in this step. Subsequent steps may take a long duration,
but they do not take nearly as much effort.
- Feedback and Modification (iterative). These two steps
involve circulating the document for initial review and feedback. The document
is updated based on the review comments. Depending on the particular document,
this may be an iterative step. A document may have an internal review, followed
by a stakeholder review, followed by a management review. After each of these
reviews, the document is subsequently modified based in the feedback and sent
to the next step.
- Approval. When the document has been circulated for feedback
and subsequently updated, it will be ready for final approval. Some documents
should be formally approved in writing. Others are simply considered complete
after the final round of feedback is received.
Like all completed (production) deliverables there may be subsequent updates
that may require their own feedback / modification / approval cycles as well.
Manage Documents
The larger the project, the more rigor and structure is needed to manage documents.
You can end up with a big mess trying to save and find documents if you do not
plan for a good document management process ahead of time. The following areas
should be considered as part of an overall document management plan.
Document Repository: The project team should have a common
area for storing documents. This could be a file directory, document management
software, paper file cabinet, etc. The project manager should be sure that documents
are not stored in many different places based on the preference of each team
member. If that happens, the team will have difficulty finding important documents
when they are needed especially if there is turnover among members of the team.
The team also needs to determine the types of documents will be added to the
Repository. It is possible that the Repository can hold every document in every
status, including drafts and documents in each team members work area. However,
it is also common for each team member to have a work area for their own documents
and for the Document Repository to only hold final, approved deliverables.
Logical / Physical Organizational Structure: Once you know
where you will store documents, you should also determine the directory or folder
structure. This is so the team members know where documents should be stored
and so the team can find documents when they are needed. The first step is to
define a logical view of how the documents should be organized. Once you have
agreement on this view, you need to implement it in the specific directory structure
or tool. The structure should be one that is easy to understand and easy to
use to find relevant information.
Document Tools: The team needs to have a standard set of document
processing tools. Normally this is not a problem if the team is all from the
same organization. However, the lack of common tools can be a problem if your
project team includes people from different organizations, different countries
or different companies. For instance, something as simple as a standard word
processing tool is normally not a problem. However, if you have suppliers and
vendors on your team, you may have some team members using Word as their word
processing tool and some using WordPerfect. Similarly, all team members need
to have the same spreadsheet software. Once the standard software is identified,
you also need to ensure the entire team is on the same release. In other words,
if you want to use Word 2000 on your project, make sure all team members have
Word 2000. Sometimes your documents will not be able to be shared if the creator
and the reader are not on the same software release.
Access Rules: The access rules describe things like who can
review documents and who can update them. Most documents should be accessible
for the entire team to read. However, you should be clear on the documents that
team members can update. For instance, the Project Definition can be read by
all team members but only updated by the Project Manager. In general, the rule
is that the person (or people) who created the document should be the only one
that can update it.
If you use a document management tool, these access rules can be established
and enforced. Even if you are using ordinary folder structures, you can still
establish clear rules. For instance, you could set up a folder for final, approved
documents that no one should touch. You can also establish work folders for
each team member to place their personal documents, as well as project deliverables
that are in-progress. |
posted by Sean Rehder at 9:33 AM, (Permalink)
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Monday, January 12, 2004
Picking Winners: How to Hire Employees that will Make You Money
Join Unicru for a web seminar on Thursday, January 29th at 1:00 pm EST, 10:00 am PST to find out how industry leaders are using cutting-edge hiring strategies to "pick winners" better than their competition.
During this 1-hour session, Kevin Tate, Unicru's Retail Industry Marketing Manager will introduce you to the SmartMatch system, and the impact it can have on your business.
For more information, click here.
posted by Sean Rehder at 9:14 PM, (Permalink)
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Introducing a New "Industy Expert" Contributer...Simon Meth
I'd like to welcome and thank Simon Meth for becoming the latest industry expert for the site. Here is some information on Simon.
"Simon Meth builds rock-solid staffing systems. Incorporated are all facets of the recruitment process including recruiting, identifying, behavioral or competency based interviewing, selecting, and hiring the best-and-brightest candidates for his clients. These people make a difference each-and-every day."
For more information, check out Simon's web site at www.martinandsimon.com
posted by Sean Rehder at 11:46 AM, (Permalink)
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Friday, January 09, 2004
Checklist for Assessing a Director of Recruiting
By Dr. John Sullivan
Here is a great article on making hiring decisions at the top.
"With the economy turning around, it seems as though almost every major firms is beginning a search for a new director of recruitment or employment. But as a former chief talent officer, and as someone who advises firms on how to select the very best, I have found that most selection committees totally miss the boat when they screen and select candidates for the head of the recruiting effort."
For the whole article, click here.
posted by Sean Rehder at 9:54 AM, (Permalink)
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Networking Tips - Make Online Social Networking Pay
By Joseph Kleinschmidt
Social-networking Web sites are hot. But can they match people in sprawling corporations with other employees who are working on similar projects? Does this approach truly translate into real value for the individual? Can online social networking help the small-business owner expand into new markets, find solid professional contacts, and identify new clients? The short answer is yes.
Here are five social-networking tips from Mike Walsh, CEO of The Silicon Valley Pipeline:
1. Make sure it's business oriented. When you investigate a new social-networking site, ask, "What types of members meet here?" Lots of services are great at connecting people socially, but they don't do much for businesspeople. Look for business-oriented sites: sites where people have signed up because they're looking to build business partnerships, find jobs, or exchange sales leads. The more people on the site are looking for business relationships, the more likely you are to find someone who can help you professionally.
2. Look for quality. Seek out sites that offer "quality filters"—features that help you evaluate whether a certain contact is worth pursuing. You want a site where you can determine, very quickly, if a person is right for your business. The best sites let you check a person's credentials and read feedback others have provided about him or her. Some also let you verify another's background. The more information you know about someone, the better.
3. Rank efficient searches high. Browsing through files of interesting people can be fun, but it's a real time killer. Instead, look for efficient, highly specific search tools that can help you find the right person quickly. Look for services that let you use a wide selection of search criteria. If, for example, you're offering a product to CEOs of semiconductor makers, you want a search tool that lets you express exactly that.
4. Don't assume that bigger is always better. Networking is like marketing: the number of people you reach isn't the most important achievement. What matters most is reaching the most right people you can. The best places to spend your time are sites where the focus is specific and where there are a number of members who are connected to the types of people with whom you want connect.
5. Use social networking like advertising. One of the best things about social-networking services is that you can put them to work while you're working. It's like creating a billboard about yourself and your company and displaying it to people who might be looking for you. Help the people you are targeting find you as easily and quickly as possible.
Joseph Kleinschmidt is the CTO of The Silicon Valley Pipeline, which helps people connect with one another to find business partners, build industry contacts, and close more sales through referrals.
posted by Sean Rehder at 8:23 AM, (Permalink)
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News Articles
from Workforce Reporters
HEALTHY increase in jobs expected
Raleigh News, NC
By KARIN RIVES, Staff Writer. The Triangle is emerging as the rising star in North Carolina's quest for economic recovery, and the ...
TECH'S Grim Reaper
Hartford Courant (subscription), CT
By MICHAEL LIEDTKE, Associated Press. PALO ALTO, Calif. -- Amid rising hopes for a high-tech turnaround, there's this sobering sign ...
VENTURE-BACKED IPOs hit highest quarterly level in three years
San Diego Daily Transcript, CA
By MICHAEL LIEDTKE, The Associated Press. SAN FRANCISCO (AP) - Seventeen companies funded by venture capitalists made their US stock ...
NYC'S Top 100 Companies Back in Black
Newsday
By Tami Luhby. After a dismal 2002, New York City's Top 100 public companies were back in the black last year. Spurred by the national ...
WORKING for herself this time
Raleigh News, NC
By KARIN RIVES, Staff Writer. Armed with a degree in chemistry from NC State University, Cathy Dyer threw herself into the lucrative ...
BUSINESS Troubleshooter Takes Aim At High - Tech Woes
Information Week
By Michael Liedtke, AP Business Writer. PALO ALTO, Calif. (AP) -- Amid rising hopes for a high-tech turnaround, there's this sobering ...
ECONOMISTS see rebound, but jobless aren't celebrating
Buffalo News, NY
By ADAM GELLER. In the 10 months since Kathe Cronin was laid off from Sprint Corp., she's come up empty trying to replace the $52,000 ...
BUSINESS editors pick top stories
Los Angeles Daily News, CA
By Adam Geller. Look back at the highlights -- and the depths -- of business news over the past year, and it's the alleged breaches of trust that stand out. ...
MANUFACTURING magnificent: Sector has its most robust month in ...
Salt Lake Tribune, UT
By Adam Geller. NEW YORK -- The nation's manufacturing sector expanded strongly in December, its most robust month in two decades ...
posted by Sean Rehder at 6:53 AM, (Permalink)
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Negotiating With a Prospective Employer
By Karin Rives
Raleigh News & Observer
- Mike Thomas, a Cary, N.C., career consultant who helps people switch jobs and explore new career opportunities, sees firsthand the challenges many job-seekers face. One such challenge is knowing how to negotiate with a prospective employer, he says.
Thomas talked about how applicants can prepare themselves in what's become an employer's market.
Q: After months of unemployment, I've finally made it through a job interview. Should I tell the interviewer what I used to make before my layoff?
A: First of all, you should always be honest, because if the employer finds out that you're not, it will shape his view of you. If you really want the job, you're better off talking about the salary range you were in and tell the prospective manager that you know that range has changed and that you're willing to ask for less. You can still appear very confident and capable.
Q: So I should automatically start out with a lower bid?
A: The key thing is to stay within the current salary range. You can always ask for more than you're willing to accept, but it has to be within the range or they will see you as overconfident. You may not get the job because you come across as unrealistic and immature.
Q: How do I find out what the salary range is for the job I'm applying for?
A: You can look at the Occupational Handbook that the U.S. Department of Labor publishes, and you can search the Internet for Web sites that publish salary ranges. In some cases, the Web site of the employer also publishes the current salary range. And you need to know people in your industry.
Q: Should I continue to ask for the perks I used to have - a third week of vacation, bonuses, a flexible schedule - or just accept what I'm offered?
A: In general, the trend is downward for all levels of benefits. And human-resource people pay more attention to what the market is like than to what employees demand. You should try to get as much as you can, but be well-informed about what current offerings are. If you delay the discussion of salary and benefits as long as you can and have multiple interviews - which most professional people do - you'll have opportunity to explore. You'll have the opportunity to locate people who work there or you can locate people who recently worked there.
Q: What are the potential pitfalls of selling yourself short?
A: They may see you as desperate, and nobody wants to hire desperate people.
posted by Sean Rehder at 6:44 AM, (Permalink)
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Tuesday, January 06, 2004
 I added "comments" to each blog.
For the new year, I thought would add the option for people to add their comments to blogs. If you want, just click on the "comments" link that you will find at the end of each blog.
posted by Sean Rehder at 4:01 PM, (Permalink)
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Allan Schweyer Writes About the Effectiveness of Internet Recruiting
"According to a 2003 study published by Drake, Beam, Morin, only about 6% of Americans found their jobs online last year (about 12% in Canada). The fact is that personal networks and referrals still account for more than half of all job placements in the U.S., a trend that has accelerated in a weak economy in which everyone seems to know someone who is unemployed. Nevertheless, job board activity has risen dramatically since firms like TMP started it all in about 1994. "
Read Allan's full article at HR.com.
posted by Sean Rehder at 2:43 PM, (Permalink)
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 Curt Rosengren, the Passion Catalyst, writes about 2004 in (p)review
It's the time of year when we focus on New Year's resolutions. I came across an approach that Mel at Mystic Musings takes that I really like. Rather than list all the things she needs to do better in the coming year, she projects herself to the end of the year and makes a list of all the great things she did. The year in review...or maybe that should be the year in preview.
I gave it a try myself on my blog. It was an interesting experience, and definitely feels more positive than "I'm going to do this, this, and this better this year." In a way, stating each of the things in the past tense went a long way towards making them more real.
posted by Sean Rehder at 12:53 PM, (Permalink)
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Case Study Webinar
Elance, Inc. and FedEx invite you to a case study webinar discussing how Elance is transforming services procurement and management at Fed Ex.
Automating Services Procurement at FedEx
Wednesday, January 28
11:00 PDT / 1:00 CDT / 2:00 EDT
"With annual revenues of $21 billion, FedEx Corp. is the premier global provider of transportation, e-commerce and supply chain management services. FedEx will present highlights of how Elance is automating services procurement and management at FedEx."
posted by Sean Rehder at 12:27 PM, (Permalink)
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Get Ready for Talent Swapping!
Here is a hopeful article from Dave Lefkow.
"The economy seems to be on the mend lately. The unemployment rate is going back down. Corporate spending is up. And it's been over a month since we've seen a CEO in handcuffs. It's time for talent swapping!"
posted by Sean Rehder at 11:56 AM, (Permalink)
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Saturday, January 03, 2004
50 Tough answers to 50 Tough Questions from Scott Kane of Gray Hair Management out of Deerfield, Il.
1. Tell me about yourself.
The most often asked question in interviews. You need to have a short statement prepared in your mind. Be careful that it does not sound rehearsed. Limit it to work-related items unless instructed otherwise. Talk about things you have done and jobs you have held that relate to the position you are interviewing for. Start with the item farthest back and work up to the present.
2. Why did you leave your last job?
Stay positive regardless of the circumstances. Never refer to a major problem with management and never speak ill of supervisors, co-workers, or the organization. If you do, you will be the one looking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, a chance to do something special, or other forward-looking reasons.
3. What experience do you have in this field?
Speak about specifics that relate to the position you are applying for. If you do not have specific experience, get as close as you can.
4. Do you consider yourself successful?
You should always answer yes and briefly explain why. A good explanation is that you have set goals, and you have met some and are on track to achieve the others
5. What do co-workers say about you?
Be prepared with a quote or two from co-workers. Either a specific statement or a paraphrase will work. "Jill Clark, a co-worker at Smith Company, always said I was the hardest worker she had ever known." It is as powerful as Jill having said it at the interview herself.
6. What do you know about this organization?
This question is one reason to do some research on the organization before the interview. Find out where they have been, and where they are going. What are the current issues, and who are the major players?
7. What have you done to improve your knowledge in the last year?
Try to include improvement activities that relate to the job. A wide variety of activities can be mentioned as positive self-improvement. Have some good ones handy to mention.
8. Are you applying for other jobs?
Be honest but do not spend a lot of time in this area. Keep the focus on this job and what you can do for this organization. Anything else is a distraction.
9. Why do you want to work for this organization?
This may take some thought and certainly should be based on the research you have done on the organization. Sincerity is extremely important here, and will easily be sensed. Relate it to your long-term career goals.
10. Do you know anyone who works for us?
Be aware of the policy on relatives working for the organization. This can affect your answer even though they asked about friends not relatives. Be careful to mention a friend only if they are well thought of.
11. What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if you answer first. So, do not answer it. Instead, say something like, "That's a tough question. Can you tell me the range for this position? " In most cases, the interviewer, taken off guard, will tell you. If not, say that it can depend on the details of the job. Then give a wide range.
12. Are you a team player?
You are, of course, a team player. Be sure to have examples ready. Specifics that show you often perform for the good of the team rather than for yourself are good evidence of your team attitude. Do not brag, just say it in a matter-of-fact tone. This is a key point.
13. How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: "I'd like it to be a long time." or "As long as we both feel I'm doing a good job."
14. Have you ever had to fire anyone?
How did you feel about that? This is serious. Do not make light of it or in any way seem like you like to fire people. At the same time, you will do it when it is the right thing to do. When it comes to the organization versus the individual who has created a harmful situation, you will protect the organization. Remember firing is not the same as layoff or reduction in force.
15. What is your philosophy towards work?
The interviewer is not looking for a long or flowery dissertation here. Do you have strong feelings that the job gets done? Yes. That's the type of answer that works best here. Short and positive, showing a benefit to the organization.
16. If you had enough money to retire right now, would you?
Answer yes if you would. But since you need to work, this is the type of work you prefer. Do not say yes if you do not mean it.
17. Have you ever been asked to leave a position?
If you have not, say no. If you have, be honest, brief, and avoid saying negative things about the people or organization involved.
18. Explain how you would be an asset to this organization.
You should be anxious for this question. It gives you a chance to highlight your best points as they relate to the position being discussed. Give a little advance thought to this relationship.
19. Why should we hire you?
Point out how your assets meet what the organization needs. Do not mention any other candidates to make a comparison.
20. Tell me about a suggestion you have made.
Have a good one ready. Be sure and use a suggestion that was accepted and was then considered successful. One related to the type of work applied for is a real plus.
21. What irritates you about co-workers?
This is a trap question. Think "real hard" but fail to come up with anything that irritates you. A short statement that you seem to get along with folks is great.
22. What is your greatest strength?
Numerous answers are good, just stay positive. A few good examples: Your ability to prioritize Your problem- solving skills Your ability to work under pressure Your ability to focus on projects Your professional expertise Your leadership skills Your positive attitude
23. Tell me about your dream job.
Stay away from a specific job. You cannot win. If you say the job you are contending for is it, you strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied with this position if hired. The best bet is to stay generic and say something like: "A job where I love the work, like the people, can contribute, and can't wait to get to work."
24. Why do you think you would do well at this job?
Give several reasons and include skills, experience, and interest.
25. What are you looking for in a job?
See answer #23.
26. What kind of person would you refuse to work with?
Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get you to object. Minor objections will label you as a whiner.
27. What is more important to you: the money or the work?
Money is always important, but the work is the most important. There is no better answer.
28. What would your previous supervisor say your strongest point is?
There are numerous good possibilities: Loyalty Energy Positive attitude Leadership Team player Expertise Initiative Patience Hard Work Creativity Problem solver
29. Tell me about a problem you had with a supervisor.
Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and tell about a problem with a former boss, you may well blow the interview right there. Stay positive and develop a poor memory about any trouble with a superior.
30. What has disappointed you about a job?
Don't get trivial or negative. Safe areas are few but can include: Not enough of a challenge You were laid off in a reduction Company did not win a contract, which would have given you more responsibility.
31. Tell me about your ability to work under pressure.
You may say that you thrive under certain types of pressure. Give an example that relates to the type of position applied for.
32. Do your skills match this job or another job more closely?
Probably this one. Do not give fuel to the suspicion that you may want another job more than this one.
33. What motivates you to do your best on the job?
This is a personal trait that only you can say, but good examples are: A challenge Achievement Recognition
34. Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest.
35. How would you know you were successful on this job?
Several ways are good measures: You set high standards for yourself and meet them Your outcomes are a successYour boss tells you that you are successful.
36. Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if you think there is a chance it may come up. Do not say yes just to get the job if the real answer is no. This can create a lot of problems later on in your career. Be honest at this point and save yourself future grief.
37. Are you willing to put the interests of the organization ahead of your own?
This is a straight loyalty and dedication question. Do not worry about the deep ethical and philosophical implications. Just say yes.
38. Describe your management style.
Try to avoid labels. Some of the more common labels, like "progressive", "salesman" or "consensus", can have several meanings or descriptions depending on which management expert you listen to. The "situational" style is safe, because it says you will manage according to the situation, instead of "one size fits all."
39. What have you learned from mistakes on the job?
Here you have to come up with something or you strain credibility. Make it a small, well-intentioned mistake with a positive lesson learned. An example would be ... working too far ahead of colleagues on a project and thus throwing coordination off.
40. Do you have any blind spots?
Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal any personal areas of concern here. Let them do their own discovery on your bad points. Do not hand it to them.
41. If you were hiring a person for this job, what would you look for?
Be careful to mention traits that are needed and that you have.
42. Do you think you are overqualified for this position?
Regardless of your qualifications, state that you are very well qualified for the position.
43. How do you propose to compensate for your lack of experience?
First, if you have experience that the interviewer does not know about, bring that up. Then, point out (if true) that you are a hard working quick learner.
44. What qualities do you look for in a boss? Be generic and positive.
Safe qualities are knowledgeable, a sense of humor, fair, loyal to subordinates, and holder of high standards. All bosses think they have these traits.
45. Tell me about a time when you helped resolve a dispute between others.
Pick a specific incident. Concentrate on your problem solving technique and not the dispute you settled.
46. What position do you prefer on a team working on a project?
Be honest. If you are comfortable in different roles, point that out.
47. Describe your work ethic.
Emphasize benefits to the organization. Things like, "determination to get the job done" and "work hard but enjoy your work" are good.
48. What has been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control. Show acceptance and no negative feelings.
49. Tell me about the most fun you have had on the job.
Talk about having fun by accomplishing something for the organization.
50. Do you have any questions for me?
Always have some questions prepared. Questions involving areas where you will be an asset to the organization are good. "How soon will I be able to be productive?" and "What type of projects will I be able to assist on? " are examples.
posted by Sean Rehder at 12:27 PM, (Permalink)
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News Articles
from Workforce Reporters
WIRELESS-SOFTWARE development is growing job field
Seattle Times, WA
By Victor Godinez. "There is, right now, a shortage of competent developers," said Hamad Rashid, the Irving, Texas-based manager ...
LOCAL hiring outlook brightens
Raleigh News, NC
By KARIN RIVES, Staff Writer. Manpower, which surveyed 60 companies in Wake, Durham and Orange counties, found that 67 percent plan ...
VENTURE capitalists go out on a few odd limbs
Pasadena Star-News, CA
By Michael Liedtke Associated Press. SAN FRANCISCO -- Venture capitalists have been treading carefully since their dot-com misadventures ...
STATE regulators approve PG&E bailout
San Diego Union Tribune, CA
By Michael Liedtke. SAN FRANCISCO – State power regulators cleared the way Thursday for Pacific Gas & Electric Company to end nearly ...
SCANDALS among year's top business stories
Seattle Post Intelligencer, WA
By ADAM GELLER. Look back at the highlights -- and the depths -- of business news over the past year, and it's the alleged breaches of trust that stand out. ...
CHANGE in store for Pizza Hut
Dallas Morning News (subscription), TX
By VICTOR GODINEZ / The Dallas Morning News. Peter Hearl spent his first year as president of Dallas-based Pizza Hut Inc. learning ...
WIRELESS programmers see a growing demand
Contra Costa Times, CA
By Victor Godinez. They are the sites of a new training program for wireless software programmers from cell phone company Nokia. ...
INVESTORS back 47 quirky concept
Seattle Post Intelligencer, WA
By MICHAEL LIEDTKE. SAN FRANCISCO -- Venture capitalists have been treading carefully since their dot-com misadventures, but still ...
LOOKING for the rebound
San Diego Union Tribune, CA
By Adam Geller. In the 10 months since Kathe Cronin was laid off at Sprint, she's come up empty trying to replace the $52,000 salary ...
THOSE Year-End Bonuses Aren't Always Green
New York Times
... to getting a $5,000 bonus and you're now getting a $25 gift certificate, you're going to think your company is a little bit chintzy," said Carroll Lachnit ...
OUTLOOK is better for jobs
Dallas Morning News (subscription), TX
By ANURADHA RAGHUNATHAN and VICTOR GODINEZ / The Dallas Morning News. "It's been very frustrating," said Mr. Kahn, 46, who lost his ...
SMALLER bonuses reflect economy
Detroit News, MI
By Adam Geller / Associated Press. By the time executive John Stropki stepped to the podium, more than 200 employees of Lincoln Electric ...
IF All the Jobs Are Going to India, Should I Move to Bangalore?
Fortune (subscription)
After a few years you could get transferred back to the US.—sharper, wiser,and more marketable. By Anne Fisher. Maybe I should quit reading newspapers....
HOLIDAY scheduling a pain at many companies
Raleigh News, NC
By KARIN RIVES, Staff Writer. Like many managers, Scott Secor has seen his share of unhappy employees around the holidays: people ...
STRONGEST expansion in manufacturing in 2 decades reported
Denver Post, CO
By Adam Geller. NEW YORK - The nation's manufacturing sector expanded strongly in December, its most robust month in two decades, in ...
MANUFACTURING sector expanded robustly in December
San Diego Union Tribune, CA
By Adam Geller. NEW YORK – The nation's manufacturing sector expanded strongly in December, its most robust month in two decades ...
posted by Sean Rehder at 11:06 AM, (Permalink)
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Sean Rehder is a Contingent Workforce Developer who administers this site and specializes in building online solutions for workforce issues. Also, a former Independent Contractor Compliance Manager and Program Developer for such companies as Oracle, Cisco, Seagate, Inktomi, Ariba, CommerceOne, etc.
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Sue Becker is the owner of From Piles to Smiles™ professional organizing service. She is a C.P.A., and spent 20 years in various auditing, accounting, finance, and marketing positions at a variety of companies, including The Quaker Oats Company and Ameritech. The organization and time management skills that she used in these positions led to numerous accolades, including a prestigious leadership award. She started From Piles to Smiles early in 2000.
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Alice Snell is Vice President of
iLogos Research, a division of Recruitsoft. As a leading industry analyst, Ms. Snell has authored numerous
articles and reports on recruiting technology issues including best
practice staffing management methodologies and jobseeker behavior online.
Ms. Snell has been frequently called upon to provide expert commentary and
analysis regarding staffing management technology issues and is quoted in
leading media including The Boston Globe, Chief Executive, The New York Times
, PC Week, IT Recruiter, Chicago Tribune, and CNBC.com.
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Simon Meth builds rock-solid staffing systems. Incorporated are all facets
of the recruitment process including recruiting, identifying, behavioral or
competency based interviewing, selecting, and hiring the best-and-brightest
candidates for his clients. These people make a difference each-and-every
day.
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James R. Ziegler, Ph.D. is author of the "Contract Employee's Handbook", a free,
online resource for technical and professional contractors. Dr. Ziegler is also the Founder and Executive Director of
the Professional Association of Contract Employees (P.A.C.E.),
a unique employer of record service for Contract Professionals.
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As a Passion Catalyst (sm), Curt Rosengren helps people discover their passions and create careers that ignite them. His work is based on the Occupational Adventure Guide (sm), a passion pursuit / career development model he created to offer people an easily understood and effective approach to finding the career of their dreams.
Curt shares his thoughts daily at the Occupational Adventure Blog, "an ever-unfolding mixed bag of nuts, loosely clustered around the the central theme of Occupational Adventure - that is, a career that really gets you juiced." He also writes a monthly passion pursuit e-newsletter called Passionkey (sm).
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Jason Butler is the editor of numerous workforce related sites including "The Job Blog" and "The HR Blog" on the BostonWorks.com website. He has also written for the past three years on his personal blog, at jpbutler.com. Jason has worked in the Internet space since 1997, as a project manager for PlanetAll, as a program manager for Amazon.com, and as Director of Product Development for Abuzz, a division of New York Times Digital.
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Allan Schweyer has been involved in Internet recruiting since 1994 when he pioneered e-recruitment solutions for Human Resources Development Canada. He also currently consults with large organizations on HR strategies and specializes in e-recruitment projects. Alan is a senior researcher and analyst with HR.com and the guest editor of the HR.com staffing vertical.
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Tom Mochal is President of TenStep, Inc., a methodology development, consulting and training company. He has published a book on project management called Lessons in Project Management (Apress 2003). He has also developed a complete portfolio management process for companies called PortfolioStep (www.PortfolioStep.com), a project management methodology called TenStep (www.TenStep.com) and a framework for implementing and supporting project management within companies called PMOStep (www.PMOStep.com). Tom has over 23 years of IT experience, at Geac Computers, The Coca-Cola Company, Cap Gemini E&Y and Eastman Kodak. Tom has published hundreds of columns, and has presented and trained on project management and life-cycle topics around the world.
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